Human Resources and Human Rights

ONO PHARMACEUTICAL believes that gPeople make the company,h and actively supports the development of individual abilities and positive action taken without fear of failure. We promote efforts to improve safety and health conditions, and to create a working environment where the company and its employees can live in harmony and individual abilities blossom to their full extent.
We also value a society where human rights are fully respected and seek to establish a company with no discrimination either inside or outside the Company due to race, nationality, ethnicity, gender, age, religion, belief or philosophy, academic background, disability or illness.

Development of Human Resources

œ Human Resources Sought by ONO

Amid the changing environment, ONO needs gself-directedh human resources who always have a sense of innovation, adapt to such changes in a prompt and flexible manner, and act based on their own ideas and decisions. A new future for ONO will be built by the human resources who tackle any difficulties with a sense of purpose and an awareness of issues as members of a team that works to reach the same goal.
As pharmaceutical products are closely related to the lives of people, it goes without saying that the human resources also need to act in an ethical manner with a strong sense of responsibility.
In this context, we seek human resources who:

  • Eare innovation-minded and never give up trying until the end;
  • Ecan demonstrate their abilities in a team environment and can work collaboratively;
  • Ehave a strong sense of responsibility for, and are proud of, their own jobs;
  • Ealways take a positive approach and can learn and grow independently; and
  • Eact in an ethical manner with common sense.

In the meantime, to help develop such human resources, we are committed to enhancing our education and training system and cultivating employee-friendly workplaces.

œ Provision of Growth Opportunities

We organize a wide range of training programs to provide employees with growth opportunities. Collective training is given in each phase of their career growth, including company-wide joint training for new employees from all divisions, departmental introductory training, and annual training for young employees. We also organize training programs to cultivate global human resources who can work actively under any circumstances, and send employees to overseas affiliates. For management staff, we provide training focusing on management skills required for their respective roles and managerial positions and for the growth of the organization, and we continuously enhance the training programs.
Training is also conducted at medical institutions so that our employees have opportunities to listen to the opinions of patients and medical staff directly and know in depth the needs in the medical field.
In addition, we have a system to assist employees in self-learning with an aim to encourage employees to engage in personal development and grow independently.

Respect for Human Rights

ONO will respect human rights of all people in every aspect of our business activities.
Based on this principle, we promote establishment and operation of the personnel system in line with the policy that gno discrimination should be allowed either inside or outside the Company due to race, nationality, ethnicity, gender, age, religion, belief/philosophy, academic background, disability or illness.h We also prohibit any forms of harassment and provide compliance training.
Furthermore, ONO supports international norms and codes regarding human rights, including the Universal Declaration of Human Rights, the core labor standards of the ILO (International Labor Organization), and the Voluntary Principles on Security and Human Rights.

Diversity Promotion Initiatives

ONO considers that it is important to diversify the characteristics, values, and behavioral features of the members of the organization and accept their individuality for prompt and flexible responses to environmental changes and improvement of the corporate value. In line with this idea, we promote various initiatives.
A priority in this area is a commitment to the development of a system under which women can realize their full potential. As a result of our efforts to aggressively hire women and discourage female workers from quitting after major life events, the number of female employees has been increasing in all company divisions since 2011. Other initiatives to create an environment in which women can play more active roles include the introduction of programs aimed at improving diversity and inclusion into job rank-based training and seniority-based training.
We have participated in the "Diversity Western Japan Study Group," which is operated voluntarily by about 50 companies from western Japan and other parts of the country, since 2015 to share information on know-how and initiatives for the improvement of diversity across the companies.
We continuously work to increase the number of female employees and build a system that helps them develop their career in line with our five-year action plan (from April 1, 2016 to March 31, 2021) formulated in response to the Japanese governmentfs enactment in FY2015 of a law to promote womenfs roles in the workplace (Act on Promotion of Womenfs Participation and Advancement in the Workplace).

The male-to-female ratio of new employees


ONOfs character promoting system utilization

Features in ONOfs booklet on systems for balancing work and child-raising. Promotes initiatives to improve diversity.

Overview of Action Plan Based on the Act on Promotion of Womenfs Participation and Advancement in the Workplace (Targets, Efforts)

Targets Efforts
Have women account for 40% of newly hired university graduates in career-track positions starting in fiscal 2017 EImprove systems and strengthen training aimed at developing human resources
EIntroduce a recruiter system
EProvide wide range of information to job applicants
ECreate an environment in which young employees can more easily plan their careers
Have the retention rate of women in career-track positions who joined ONO in the last five years be at least 90% that of men EEnsure employees can continue working at ONO after various life events
@Create an environment where employees can balance work, childcare, and nursing care
ECreate a corporate climate where women utilize their talents
@Promote career-building support measures
EAssist employees in achieving work-life balance
@Expand support systems for women taking maternity leave and employees raising children
EHelp employees return to work at the earliest possible date
@Introduce childcare support services of external service providers

As part of its commitment to improving diversity, ONO has been actively recruiting persons with disabilities, who account for an employment rate of 2.30% as of March 31, 2017. This exceeds the legally stipulated rate (2.0%) specified in 2013. Approximately 50 employees with disabilities are currently playing an active role in their respective divisions.
We have also been expanding mid-career employment to quickly obtain human resources with the skills and knowledge that are needed immediately. Especially since FY2014, when we started to actively promote such employment in consideration of the business environment, the number of mid-career employees, including those hired as MRs, development personnel, and staff in the safety information management department, has been increasing substantially. A total of about 120 new employees joined ONO in FY2016. Many mid-career employees are working to play their respective parts using their experience and expertise.

Employment rate of persons with disabilities

Enhancing Cultivation of Employee-friendly Workplaces

ONO regards the cultivation of human resources as one of the important management issues and is moving ahead to create workplaces where employees can work with a sense of security. We are continuously committed to the development of support systems and working conditions that help employees work in various styles, as well as the improvement of their work-life balance, so that each and every person in our diverse workforce can bring energy to their work and demonstrate their full potential.

œ Promotion of the Review of Working Styles

We consider that the shortening of work hours is an essential and fundamental challenge to be addressed for the development of a pleasant work environment. To this end, we focus on the review of working styles.
We appoint a promotion committee member in each department to involve the whole company in the activities, and the members work to raise awareness and encourage employees to reduce overtime work and take paid holidays. We have also improved the system by making use of IT and introduced a flexible time system and telecommuting system. Through these initiatives, we achieved positive results such as a year-on-year decrease in overtime work hours by 2.6% and a year-on-year increase in the rate of taking paid holidays by 2.1% during the period from April 2016 to March 2017.

œ Childcare Support Activities

Based on an idea that support of families raising children as part of the efforts of the whole society and creation of a better environment for having and raising children is one of the issues to which companies should be committed, we set up an action plan in accordance with the Act on Advancement of Measures to Support Raising Next-Generation Children established by the Japanese government, and have proceeded with the plan since 2005. ONO was certified as a general business operator meeting the criteria in 2008, 2012, and 2014, obtaining gKurumin,h the mark accredited to such business operators.
Our past efforts were rewarded as ONO received two Osaka Labor Bureau Directorfs Prizes in the 2015 Equal Employment/Work-Life Balance Corporation Awards, sponsored by Japanfs Minister of Health, Labour and Welfare. One was in the category of companies promoting gender equality, and the other was in the category of family-friendly companies.
In the 5th phase of the action plan, which started in April 2017, we promote initiatives to build an environment in which men can actively take part in child-raising, such as the introduction of support systems including holidays to encourage employees to take part in child-raising, as well as strengthening of the delivery of a message that child-raising is a life event to be shared by men and women in order to ensure that the male employees who wish to participate in child-raising by taking childcare leave can obtain consent from people around them.

1st phase of
action plan
April 1, 2005 to May 31, 2008 EIntroduction of shortened work hour programs for employees raising preschool children
EIntroduction of a leave program for nursing care of children
EEncouragement of employees to take annual paid holidays
2nd phase of
action plan
April 1, 2008 to March 31, 2012 EExpansion of the shortened work hour programs for employees raising children
EImplementation of measures to reduce overtime work
3rd phase of
action plan
April 1, 2012 to March 31, 2014 EProvision of information to encourage male employees to take childcare leave
EIntroduction of a re-employment scheme for employees who have left their jobs due to childcare and other reasons
4th phase of
action pla
April 1, 2014 to March 31, 2017 EExamination of a new program to support female employees to continue their careers, and introduction and dissemination of the program
EImplementation of measures to reduce overtime work
ESurvey of the current situation on annual paid holidays taken by employees and implementation of measures to encourage employees to take the holidays
5th phase of
action plan
April 1, 2017 to March 31, 2019 EIntroduction of support systems that encourage men to take childcare leave and participate in child-raising and dissemination of them
EEncouragement of employees to take annual paid holidays to achieve their work-life balance

œ Support for Employees with Cancer

Employees with cancer may face various problems during work such as regular hospital visits, side effects of various treatment, and economic issues. To assist employees with cancer who wish to continuously work while being treated, ONO provides a system to prolong the period of absence from work, an income security program to help them avoid a period with no income, a system to allow the use of accumulated holidays on a half-day basis, and a system to offer shortened working hours for the treatment of cancer. We also provide support from other perspectives such as the promotion of understanding among other people in the workplace by establishing a system to encourage such people to support employees with cancer and enhancing the dissemination of it, as well as efforts to review their working styles.

œ Various Support Systems

ONO has in place various systems aimed at creating a pleasant working environment in addition to the programs required by law. We have listened to the voices of employees and developed systems that meet their actual needs. When introducing a program for which legal standards are specified, we set up the program in a way to exceed the standards. Thus, we continuously work to develop support systems so that employees have many options for working styles.
We also prepare and distribute a booklet that summarizes the systems to inform employees about the contents and how to use them.

[Systems that exceed the standards specified by labor related laws]

  • EChildcare leave
    Japanese law stipulates that childcare leave can be taken until the time the child turns one year old. However, employees at ONO can take childcare leave until the end of the month when the child turns three years old.
  • EShortened work hours for childcare
    Japanese law stipulates that shortened work hours for childcare leave can be utilized until the child turns three years old. But employees at ONO can shorten their working hours by up to two hours per day until March 31 of the year that their child is in third grade of elementary school.
  • ENursing care leave
    While companies are legally required to provide nursing care leave for up to 93 days in total per family member in need of care, ONO provides the leave for up to a year in total.

[Legally required systems]

  • EShortened work hours for nursing care
    When an employee works while providing care to family members in need of care, the working time can be shortened by up to two hours per day for up to three years aside from the period of nursing care leave.
  • EFamily care leave
    Employees who have to provide care to preschool children and other family members in need of care can take family care leave without pay. The prescribed number of days is five per year for employees with one person in need of care, and 10 days for those with two or more such persons.

[Systems that promote flexible working styles]

  • EFlexible working hours
    As an initiative that provides employees with more options for working styles to thereby help them improve their work efficiency and achieve a work-life balance in which they give equal priority to their jobs, family, childcare, and nursing care, ONOfs research institutes have a flexible working hours system. We also plan to introduce the system into the head office, main office, and other offices in the future.
  • ETelecommuting system
    As one of the systems aimed at ensuring that employees can establish their individual working styles and work in a flexible and efficient manner, a telecommuting system is currently operated on a pilot basis in several departments to assist employees who need to raise children or care for family members, etc. in balancing work and family life.

[Various leave and subsidy systems] (extract)

While employees may take leave when they cannot come to work due to attendance to weddings, funerals, and other ceremonies of their own or their family members, moving for job transfer, and accidents, disasters, and other events of force majeure, we also have systems in which special paid holidays can be taken under other circumstances.

  • EAccumulated holidays
    Expired annual paid holidays can be accumulated under certain conditions and used for the treatment of the disease or injury of the employee, nursing care of family members, fertility treatment, and other purposes. For example, an employee can take a paid holiday using this system in case of sudden illness of their children.
  • E Holidays to encourage employees to take part in child-raising
    Employees at ONO can take up to two days off for child-raising until the child reaches the age of 1. This system can be used in a wide range of situations such as regular health checkups and immunization.
  • EMaternity protection leave
    A pregnant employee or an employee within one year from delivery can take leave up to the days specified according to the time of pregnancy to receive a health instruction or health checkup. Other than leave for checkups, up to five days off in total can be taken for the duration of each pregnancy when the employee cannot come to work due to morning sickness or suspicion of threatened premature labor.
  • ESupport of employee volunteer activities
    ONO has introduced a volunteer vacation program, which provides a five-day special paid vacation to support employees involved in volunteer activities. We also have a bone-marrow donor leave scheme to give special paid vacation during the period when employees need to take days off for bone-marrow donation.
  • E Subsidies for day-care centers and baby-sitting
    For employees raising preschool children and whose spouses are also working, ONO provides subsidies to help pay for day-care centers or baby sitters when they need such services and make an application for the subsidies. These subsidies are also available if an ONO employeefs spouse (working or not working) is ill or cannot care for the child for some other reason.

[Other systems]

  • EUse of company cars to pick up and drop off children
    MRs are allowed to use company cars for the purpose of picking up or dropping off their children before or after work.
  • EAccompanying spouses transferred overseas
    For an ONO employee who wishes to accompany his/her spouse transferred by the company of the spouse to another country, ONO allows the employee to take up to three years off work.
  • ERe-employment for employees who have quit ONO
    The employees who have retired due to problems balancing work and family duties after major life events such as marriage, childbirth, and child-raising, or nursing care of family members can be re-employed when certain conditions are met.
  • ENon-regular re-employment
    The employees who have reached the mandatory retirement age and retired can be re-employed as part-time employees when certain conditions are met until they reach the age of 65.

œ Safety and Health

For safety and health, ONO holds the regular meetings of the safety and health committee to continuously improve the work environment. Our production sites and research institutes conduct safety and health inspections, report the problems identified during the inspections to the committee, and make proposals for improvement to disseminate information and take proper actions. The inspections are carried out in all ONO workplaces every year to check the items including measures and equipment for the prevention of fires and other disasters, safe handling of machinery, the level of safety in daily work, transport work, and the level of neatness, tidiness, and cleanliness in workplaces.
At the ONO Head Office and other company sites where there is a health committee, union and management representatives of the committee discuss health issues based on results of workplace environmental measurements.

Numbers of industrial accidents

œ Relationship with the Unions

ONO has two labor unions, namely the nationwide union of ONO workers and the industrial union (chemical & general) of ONO workers in Joto Plant. As of March 31, 2017, the nationwide union of ONO workers has 2,089 members while the industrial union (chemical & general) of ONO workers has 16 members. Both unions have good relationships with the company.

œ Composition of the Employees (Non-consolidated data)

The table below shows the number, average age, and average service years of employees in ONO as of March 31, 2017.

  No. of employees Average age Average service years
Total 3,062 40.4 15.3
Male 2,358 41.1 15.9
Female 524 37.1 12.3

No. of employees (Non-consolidated data)